INDICATORS AND MEASUREMENT

Gatt Consulting Ltd has a strong background in the identification and measurement of community outcomes and annual plans. We also have methods and processes for identifying useful and aligned indicators for monitoring and measuring community outcomes, sustainable development, quality of life and business performance.

The focus on outcome indicators uses a model of outcome measurement specifically designed for the public sector. This includes:

  • Linking community outcomes to organisational outcomes through measurement    
  • Linking corporate, annual and strategic plans through measurement
  • Measurement frameworks, data plans and monitoring strategies
  • Indicator reports   
Indicator and Measurement Examples >> 

Gatt Consulting Ltd uses the ‘RESULT’ approach to indicators and measurement

Research

Undertake research and consultation to identify the desired outcomes.

Establish priorities

Use a range of methods to establish priorities to ensure that only the critical few are selected.

Specify targets

Identify measurable targets linked to the outcomes that are very specific, to ensure outcomes can be measured.

Unravel the data

Use tools such as data management plans and monitoring strategies to help sort and manage the required data and facilitate measurement.

Link the outcomes

Use ‘cause and effect’, ‘logic trees’, sustainability approaches or other similar methods to link the outcomes and activities. 

Track the outcomes

Track the outcomes using monitoring and measurement techniques over the short, medium and long term.

 

Examples of Indicators and Measurement

Gatt Consulting Ltd work examples:

  • Co-chair of the OECD Global Co-ordination Group to measure the progress of societies - OECD NZ Government representative.
  • Facilitation of a cross-department team to develop performance KPIs for the Waste Minimisation Fund - Ministry for the Environment.
  • Think piece on stimulating the uptake of findings from 'Measuring New Zealand’s Progress Using a Sustainable Development Approach' - Statistics New Zealand.
  • Designed and implemented research to generate data on three indicators for inclusion in an updated edition of the Cultural Indicators for New Zealand report - Ministry for Culture and Heritage.
  • New Zealand representative to the OECD Expert group on Measuring the Progress of Societies - Statistics New Zealand.
  • Provided a training programme on indicators and targets for the Sustainable Outcomes Team - Ministry for the Environment.
  • New Zealand’s representative to the OECD world forum on Statistics, Knowledge and Policy (Palermo, Italy) as a speaker. The purpose of the forum was to promote research and information-sharing across countries, on the development of nationally applicable indicator systems - OECD.
  • Developed the initial core set of sustainability indicators linking local, regional and central government (Linked Indicators Project) - Statistics New Zealand.
  • Developed an evaluation strategy and indicators for evaluating the Local Government Act, Local Electoral Act, and Local Rating Act - Department of Internal Affairs.
  • Contributed to the report Monitoring Progress Towards a Sustainable New Zealand (Statistics NZ publication). This reports on a selection of indicators that help assess New Zealand's progress towards sustainable development.
  • Advised on activity regarding indicators health, housing, wellbeing and other urban and planning related indicators - Ministry for the Environment.
  • Initiated and led the development of the Quality of Life in New Zealand’s Largest Cities reports (2001 and 2003). The project reported on social, economic, environmental and cultural outcomes in the cities of Auckland, Christchurch, Manukau, North Shore, Waitakere, Wellington, Hamilton and Dunedin - Chief Executives Forum of Local Government New Zealand.
  • See also: Quality of Life in NZs Largest Cities – Presentation to Community Development Conference, September 2003 and Quality of Life in NZs Largest Cities. Presentation to the Social Policy Conference 2003.
  • Measurement frameworks and monitoring strategies used in the Quality of Life in NZs Largest Cities work drew on local, national and international best practice to enable the analysis of social, economic, environmental and cultural wellbeing in each city.
  • Linking corporate, annual and strategic plans through measurement using the Balanced Scorecard approach to organisational planning. The Strategic Balanced Scorecard was used to help identify and link organisational objectives (staff innovation and learning, business processes, financials and citizens) to wider community outcomes – Manukau City Council.           
  • The Changing Face of Manukau - report on social, economic and environmental conditions in Manukau, New Zealand’s 3rd largest city. First produced in 1999, it led the way in ‘state’ indicator reporting in local government, winning the Society of Local Government Managers award for Innovation in the Public Sector – Manukau City Council. See also The Changing Face of Manukau 2004. 
  • Targets, drawn from indicators in The Changing Face of Manukau report were used by the Manukau City Council in strategic planning and prioritisation for the Annual Plan. See

    Manukau City Council Annual Plan page 12.

  • Measuring Sustainable Communities. Presentation to Society of Local Government Managers Conference 2001.

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